1Reported by:Christopher Abne

SOCIALIZATION APPROACHES

Introduction

Organizational “comings and goings,” becomes useful to understand the processes through which individuals and organizations adapt to each other.

Assimilation to refer to “those ongoing behavioural and cognitive processes by which individuals join, become integrated into, and exit organizations”.

(Jablin & Krone, 1987)

Assimilation is a dual process.

SOCIALIZATION PROCESSthe organization is trying to influence the adaptation of individuals through formal and informal processes.

example:when an individual learns about the requirements of the jobdecides that dressing formally will help him fit into the organizational culture.

INDIVIDUALIZATION PROCESSan employee may try to change some aspect of the organization to better suit her needs, abilities, or desires.

example:if a new employee develops an improved strategy for collecting payments on overdue accountsif a group of new employees starts a new tradition of going out for beers on Friday after work.

MODELS OF ORGANIZATIONAL SOCIALIZATION

Phases of Socialization

Content of Socialization

Anticipatory Socialization

Encounter

Metamorphosis

Two classes of information

role-related informationcultural information

Anticipatory Socialization

(Van Maanen, 1975)

refers to socialization processes that occur before an individual actually enters an organization

Phases of Socialization

learning about work in general participating in household chores completing school assignments part-time employment during the teen years through interactions with friends through media contact

Several aspects:

learning about a particular occupation

involves ideas about the nature of specific careers and occupations

learning about a particular organization

go through the ritual of interviewing with prospective employers through the campus placement center and investigate possible job sites through the internet

Encounter encompasses learning about a new

organization and role and letting go of old values, expectations, and behaviors

involves extensive information-seeking on the part of the employee

The second phase of socialization occurs at the organizational “point of entry”, when a new employee first encounters life on the job.

The encounter experience as one of change, contrast, and surprise, and she argues that the newcomer must work to make sense of the new organizational culture.

In order to interpret life in the new organization, the newcomer relies on predispositions, past experiences, and the interpretations of others.

Metamorphosis the new employee has made the

transition from outsider to insider

The new employee begins to become an accepted, participating member of the organization by learning new behaviors and attitudes and/or modifying existing ones

Anticipatory Socialization

Socialization that occurs before entry into the organization. Encompasses both socialization to an occupation and socialization to an organization.

PHASES OF SOCIALIZATION

Encounter

Metamorphosis

Sense making stage that occurs when a new employee enters the organization. The newcomer must let go of old roles and values in adapting to the expectations of the new organization.

The state reached at the “completion” of the socialization process. The new employee is now accepted as an organizational insider.

Phases DescriptionAnticipatory Socialization

Encounter

Metamorphosis

what must be learned in order to adapt to the organizational context

Content of Socialization

Two classes of information

role-related informationcultural information

Role-related informationencompasses the information, skills, procedures, and

rules that an individual must grasp to perform on the job

Example:A new secretary might need to learn about the organization’s word-processing programs, filing system, and bookkeeping procedures to adapt to his role in the organization.

Cultural informationA new organizational member must learn about the

organizational culture a “thing” that belongs to an organization

Example:Deal and Kennedy’s “Strong Cultures”

Values are the beliefs and visions Heroes are the individuals who come to exemplify an

organization’s values Rites and rituals are the ceremonies through which an

organization celebrates its values Cultural network is the communication system

through which cultural values are instituted and reinforced

The Employment Interview• Recruiting and Screening Tool• Information-Gathering Tool• Tool for Socialization

Newcomer Information-Seeking Tactics Role-Development Processes• Role-Taking Phase• Role-Making Phase• Role-Routinization Phase• Beyond the Leadership Dyad

Technology and Socialization

COMMUNICATION PROCESSES DURING SOCIALIZATION

The Employment Interview the most widely used to recruit and screen new

employees

an important step in the anticipatory socialization process

three basic functions:

Recruiting and Screening Tool

Information-Gathering ToolTool for Socialization

Newcomer Information-Seeking Tactics

newcomers actively seek information that will help them adapt to their new roles and the norms and values of the organizational culture

adaptation of newcomers occurs primarily during the encounter phase of socialization

seven modes of information-seeking tactics:Overt questions by asking direct questions of information targetsIndirect questions by asking non interrogative questions or by hintingThird parties by asking a secondary source (e.g., co-worker) rather than a

primary source (e.g., supervisor)Testing limits by breaking or deviating from organizational rules and observing

reactionsDisguising conversion by disguising the information-seeking attempt as a natural

part of the conversationObserving by watching behavior in salient situationsSurveillance by making sense of past observed behavior

example:

A newcomer trying to learn about norms for weekend work.

- Asking an overt questionAre we expected to work on weekends?

- Observation tacticThe newcomer might drive by the company on a Saturday to check on cars in the parking lot.

- Disguised conversationEngage in conversations about upcoming weekend activities with co-workers.

Role-Development Processhow individuals interact to define and develop their organizational roles

begins at organizational entry and continues through ongoing interactions with the supervisor and other organizational members (metamorphosis stage of socialization)

Role-Taking Phasethe sampling phase wherein the superior attempts to discover

the relevant talents and motivations of the member through iterative testing sequences

the leader will request a variety of activities of the member. By observing how the member responds to these requests, the leader will begin to evaluate the talents, skills, and motivation of the subordinate

Role-Making Phasean evolution from the one-way activity—in which the supervisor

“gives” the role and the subordinate “takes” it—to a process in which the member seeks to modify the nature of the role and the manner in which it is enacted

involves a social exchange in which “each party must see the other party as valuable and each party must see the exchange as reasonably equitable or fair”

The (Leader-Member Exchange Theory) LMX model divides role development into three interrelated phases:

(George Graen, et.al. 1976)

Role-Routinization Phasethe point at which the role of the subordinate and

expected behaviors of the supervisor are well-understood by both parties

Beyond the Leadersip Dyadthese dyadic exchanges are always embedded within

the larger organizational context the process of role development is one that cannot

involve just the supervisor and subordinate

Phase 1: Role Taking

Phase 2: Role Making

Phase 3: Role Routinization

In-Group Out-Group

The role-taking phase involves a sampling process in which the supervisor assigns tasks to the subordinate in order to learn about the subordinate’s skills

and motivation

The role-taking phase involves a negotiation process in which the supervisor and subordinate exchange resources in the further development of role definitions

During the role-routinization phase, the role development through the sampling and negotiation of the first two phases becomes well

understood. Roles range along a continuum from in-group to out-group

Characterized by high trust, mutual influence, high rewards, high support,

and latitude in task development

Characterized by low trust, formal authority,low rewards, low support, and task based on job description

The Leader-Member Exchange Development Process

Technology and SocializationIn applications online, some organizations use a “data extractor” to determine if you’re a good match for the company and job.

Once employed, communication technology can enhance socialization by improving information search procedures and through relationship building with social networking applications.

Few generalizations about communication during the exit process:

Like organizational entry, organizational exit is a process, not an event. Individuals often anticipate their exit from an organization.

perhaps for many years (in the case of retirement) for shorter time spans (in the case of job transfers) layoffs (in the case of end of contract/bankrupcy)

Organizational DisengagementRetirementResignation

ORGANIZATIONAL EXIT

Organizational exit is a process that influences both those who leave and those who are “left behind.”

Communication plays a critical role in the disengagement process.

Organizational exit can have profound effects on the families of those who leave the organization.

Conflict and Communication

Conflictexists when people who depend on each other have different views, interests, values, responsibilities, or objectives and perceive their differences as incompatible.

Conflict and Communication

Examples: co-workers argue because they care about issues that

affect all of them; roommates experience conflict if they disagree about

noise levels in their room; romantic partners engage in conflict when they face

tensions and disagreements that jeopardize their relationship

Conflict can be:Overt or CovertManaged Well or Poorly

Conflict can be Overt or Covert Overt conflict exists when people express

differences in a straightforward manner.They might discuss a disagreement, honestly express different points of view, or argue heatedly about ideas.

Covert conflict exists when people express disagreement or difference only indirectly.If you’re annoyed that your roommate left the kitchen a mess, you might play the stereo when she or he is sleeping.

Conflict can be Managed Well or Poorly

Clyde Feldman and Carl Ridley (2000) identify four key components of the conflict process.

Conflicts of interestGoals, interests, or opinions that seem incompatible

Conflict orientationsIndividuals’ attitudes toward conflict

Conflict responsesOvert behavioural responses to conflict

Conflict outcomesHow conflict is managed and how the process of conflict affects relationships between people

Conflicts of InterestGoals, interests, or views that are perceived as incompatible

Examples: You want to set up a time each day when you

and a friend will both be online for instant messages, but your friend doesn’t want to do that.

You believe money should be enjoyed, and your partner believes in saving for a rainy day.

You want your team to meet twice weekly, and another member of the team wants to meet only monthly.

Conflicts OrientationsHow we perceived conflict.

Three distinct orientations: Lose – Lose Approach results in

losses for everyone. Win – Lose Approach one person

wins at the expense of the other. Win – Win Approach there are

usually ways to resolve differences so that everyone gains.

Conflicts ResponsesHow we response to it.active or passive depending on whether they address the problems.constructive or destructive in their effect on relationship

Four responses to conflict:Exit responseNeglect responseLoyalty responseVoice

Four responses:

Exit response involves leaving a relationship, either by walking out or by psychological withdrawing. Active – because it is forceful Destructive – it fails to resolve tension

Neglect response occurs when a person denies or minimizes problems. Passive – because it doesn’t actively promote

discussion Destructive – it evades difficulties

Four responses:

Loyalty response is staying committed to a relationship despite differences. Passive – because it is silent allegiance Constructive – because it doesn’t end a

relationship and preserves the option of addressing tension later

Voice occurs when a person denies or minimizes problems. Active (potentially the most active) – because it

focuses on dealing directly with problems Constructive – because it is trying to help the

relationship by managing differences

Active

Cons

truc

tive

Des

truc

tive

Passive

Responses to Conflict

Conflicts OutcomesThe final component of conflict is the outcome.

A conflict’s impact on a relationship may be a more significant and enduring outcome than the actual decision.

Relationship outcomes are influenced more by how we manage conflict than by the resolution itself.

Managed constructively, conflict can help us grow personally and professionally, and it can strengthen our connections with others.

Conflict can also increase our insight into relationships, situations, and ourselves.

THANK YOU!!!